Throughout the land of China, the replacement of gasoline-fueled taxis, buses and trucks with new electric models is in full swing. This huge change in China has also boosted a wave of global electric vehicle (EV) revolution. China is undergoing a major revolution in EV replacement, and it may be the only player in this game.

Before the end of 2020, all buses and taxis in Shenzhen will be replaced by electric transportation, and a large number of financial subsidies help drive the switch. For per vehicle sold, an e-bus manufacturer will receive a subsidy of $25,900. From 2009 to 2017, the Chinese government has subsidized more than $48 billion on EVs. According to the Center for Strategic and International Studies, subsidies may continue until 2020.

According to Shanghai research consulting firm Automotive Foresight, during the three years from 2014 to 2017, Chinese manufacturers produced 358,000 electric buses, almost equivalent to half of China’s urban bus ownership. 99% of these electric buses are eventually shipped to all parts of the world. A large number of orders came in and there was almost no external competition, which made Chinese car companies develop rapidly. In July, Guangzhou purchased 4,810 electric buses, totaling worth $795 million, mostly from BYD Co.

The prospect of huge contracts has led to a diversification of some local passenger-car manufacturers, including Zhejiang Geely Holding Group Co., which launched its commercial EV subsidiary Yuan Cheng in 2016. A spokesperson for the company said that it had sold 6,000 electric trucks and buses over the past year.

In the international market, the steady flow of foreign orders has made Chinese car companies stand out. London’s famous black taxicab is now built by Geely’s other subsidiary, the London EV Co., and the city’s newest trademark red double-decker electric buses are supplied by BYD.

BYD’s electric buses and taxis market has spread to nearly 50 countries. It sets up an electric bus assembly plant in Lancaster and has sold 750 electric buses in the United States.

However, the advantage of Chinese car maker early lead may not last long, and many foreign commercial-vehicle brands are eyeing the global EV markets. Volkswagen Group and Volvo Group are accelerating the development of their own electric models’ sale in China. Nissan Motor Co. has already partnered with Dongfeng Motor Corp. to produce electric trucks, while the new joint venture between Group Renault and China’s local automaker Brilliance China Automotive Holdings Ltd. plans to launch three light commercial EV models by 2020.

Energy development is one of the keys to Africa’s sustainable development, and African countries are looking at clean energy to boost their economic growth. China had made promises at summits to ramp up efforts to help meet Africa’s demand of power with clean alternatives.

Summits of the Forum on China-Africa Cooperation (FOCAC) were held in Johannesburg in December 2015 and Beijing in September 2018 respectively. The two sides reached consensus on aligning development strategies and expanding cooperation.

China’s involvement in Africa’s industrialization through clean energy can be seen clearly in industrial parks across the continent.

Take for instance Hawassa Industrial Park in Ethiopia, the country dubs the park a supreme example of a model for sustainable economic and environmental development. The park is designed and constructed by Chinese companies and uses advanced technology for water treatment and recycling, thanks to which about 90 percent of water is recyclable.

In the words of Ethiopia’s former Prime Minister Hailemariam Desalegn, the park can be seen as a “foundation in Ethiopia’s ambition to be the manufacturing hub of the African continent”.

To further drive the development of clean energy, Ethiopia has enhanced collaboration with China to undertake major projects, such as the 300 MW Tekeze hydro project and the 153 MW Adama II wind farm project. Chinese companies are encouraged to invest in Ethiopia’s energy sector, with due stress falling on sub-sectors of wind and hydro energy.

These renewable energy-driven projects have played a role in the country’s efforts towards sustainable development.

To help address the problem of power shortage and improve infrastructure in African countries, China has offered aid in the construction of over 10,000 km of highways, over 6,000 km of railways, in addition to which ports, airports and power stations.

In Morocco, Chinese companies and local players have cooperated in the construction of Noor Solar Complex, the largest concentrated solar power project in the world. The station will first complete totally four phases of the project and is expected then to provide clean energy to more than 1 million local households.

At the FOCAC Beijing summit, China made its promise to jointly promote the Belt and Road Initiative advancement with international partners, in an effort to create fresh driving forces for common development.

The Belt and Road were proposed in 2013, with its aim being building a network of trade and infrastructure to connect Asia, Europe, Africa and others along the Silk Road.

Chinese Foreign Minister Wang Yi paid a visit to four African countries during January 2 to 6, it’s the 29th year of a tradition that a top Chinese diplomat makes Africa his/her first destination of the new year overseas visit.

Apple has been “softening” in recent years, trying to increase the proportion of software with higher gross margins in the business landscape, while iPhone sales slowdown and revenue decline, accelerating Apple’s transition to service.

According to Venturebeat, Apple is promoting two services: Apple News, a paid news subscription service, and video subscription service for iOS devices and Apple TV.

BuzzFeed, a US news aggregator, quoted people familiar with the matter as saying that Apple plans to hold a press conference on March 25th to launch Apple News, but will not release hardware products. According to CNBC, streaming services may be launched in April or early May, and the core will be Apple’s own original programs and movies, at least some of which will be provided free of charge to users of Apple devices.

However, both services have caused some controversy. Whether it’s news or streaming subscription services, revenue sharing is one of the key issues.

The Wall Street Journal reported that Apple hopes to monopolize 50% of Apple News’s revenue. First-line news sites like The New York Times and The Washington Post have not yet agreed to authorize it. Publishers are also worried about not being able to pass Apple’s news service. Access to subscriber data makes it impossible to obtain user email and credit card information.

In the streaming media business, according to CNBC reports, Netflix will not support this service, and HBO may or may not join. According to people familiar with the matter, Apple plans to draw a 30% revenue share for users who subscribe to online video services through its streaming services. Currently, Apple only draws 15% of revenue share for users who subscribe to streaming media applications such as HBO Now and Netflix through the App Store. This means that Apple’s service will double the amount of “snake wool”, which may affect the income of streaming media companies.

Recently, research firm Bernstein released a report saying that only 16% of consumers will change their iPhones this year, which means that the frequency of Apple users changing the frequency will affect Apple’s performance in the next two years. The Bay Street Institute, which tracks the sale of smartphones, said that an iPhone was changed every two years in about 15 years, and it has now been extended to roughly three years, and the follow-up may become longer.

Apple’s replacement frequency has dropped, and Apple’s mobile phone pricing has gradually approached the ceiling of consumer spending power, and Apple has to find new business support points and growth points.

In the current business landscape, regardless of the volume and growth rate of revenue, services have the greatest potential. In the fourth quarter, the financial report showed that service revenue broke through tens of billions of dollars for the first time. This scale is second only to the iPhone in Apple’s major business, and it has maintained a high growth rate in recent years, with a year-on-year increase of 19% in the fourth quarter. Gross profit margin is as high as 63%.

In 2010, Zuckerberg admitted in an interview: “I have watched Twitter’s growth rate and believe that if growth lasts for 12 or 18 months, then within a year, they will exceed us in size.”

In the second half of 2016, Twitter was prepared to sell the company under the pressure of the board of directors and investors. It opened two layoffs, sold departments such as the Fabric Application Development Tools, and closed the Vine short video application.

When the mobile tide came, Twitter and Facebook were still a level company. At the beginning, Facebook also had a huge strategic misjudgment against mobile. Why was Twitter, which was designed for mobile and fragmentation characteristics, born in mobile but missed mobile?

Be aware that the flow of information and the pull-down refresh are all pioneered by Twitter.

The development of Twitter in the era of mobile

Twitter’s start-up

In February 2006, the podcast company Odeo was in a storm. The Podcast podcast that Apple added to iTunes eight months ago quickly became the mainstream of the market, and Odeo’s core products were unable to cope.

Odeo was founded in 2005 by Noah Grass and Evan Williams . Evan created Blogger, one of the largest blog sites, and was acquired by Google in 2003. Evan, who became a multi-millionaire, invested in the former neighbor. A created Odeo, the main voice blog product. Founder Noah is not good at running the company. In order to alleviate Odeo’s funding crisis, Noah agreed to exchange CEO’s position for Evan’s $200,000 additional investment.

After Evan became CEO, he quickly introduced VC investment. The elite members of Google’s big factory joined in, and most of the employees recruited by Noah were hacked, and there was no formal training anarchism. The two teams’ styles of the two leaders are in conflict, and Twitter is about to be born in this chaotic environment.

One of the most acclaimed employees was Jack Dorsey , a young man with a nose ring. Dorsey was born in St. Louis in the middle east of the United States. He started programming at the age of 14 and lived a freelance life after dropping out of New York University. Help people bring children, write software for taxi dispatching system and ticketing system. The background of Dorsey was loved by Noah and soon became the backbone of Odeo. Also admired is Evan, who was a Google employee, Bates Stone.

The chaotic environment and the power of leadership led to the birth of Twitter, and also buried a lot of pit for the development of Twitter.

In 1997, AOL released the instant messaging software AOL Instant Messenger (AIM). In order to solve the problem of user temporary departure, AIM pioneered the “offline message” function, users can record their whereabouts in a short paragraph of text, and users use this The function to record their emotions or the lyrics they heard became the first product to provide “status updates.” This feature has been promoted by blog posts such as Live Journal, allowing users to easily update their status. Jack Dorsey is a heavy user of Live Journal, and is deeply fascinated by the status update of Dorsey and even designed the prototype of the “state” function alone.

n February 2006, when Odeo’s podcast product data fell and the company was about to fall apart, Jack Dossi raised the idea of “status update” when chatting with Noah. Noah was ignited: if you use SMS to achieve this function. What will happen? At the company meeting, Noah successfully persuaded Evan to develop this new product, and Noah, Evan, Jack and Bitz became core members of the new product.

At 11:50 am on March 21, 2006, the first Twitter was born.

Twitter pioneered the flow of information. In the popular blogs and social networking products of the time, users need to visit the pages of friends to see their updates. The emergence of information flow reshapes the way information is distributed, from inefficient portal mode to more efficient based. Information distribution for subscriptions and relationships. In July 2006, Facebook launched the news stream Newsfeed, which became the decisive factor in the social network war with Myspace. The user evaluation information flow made “social network come alive.”

In February 2007, in order to facilitate the use of Twitter via SMS, the product was limited by 140 words. At that time, the number of words in mobile phone text messages was limited to 160 words, and the extra 20 words were used to send usernames. It can be said that Twitter took the mobile gene from the beginning. In March, Twitter ushered in a year after its launch, winning the best blog award at the Southwestern South-South Conference in Texas. The number of registered users exceeded 100,000, and the number of registered users exceeded 250,000 in June.

Early development problems with Twitter

The start-up Twitter didn’t join the lively social network war at the time, but was busy filling out the pits of the team and products.

(1) The struggle of team leadership: Noah’s paranoia about the company’s control made Evan intolerable, and finally enabled Evan to exercise the rights of major shareholders to sweep Noah out of the company and reorganize the company. Re-control of the company’s Evan hopes to put most of his energy into his other incubator project, so he appointed Jack Dorsey as CEO, and Evan is the co-founder and product of Google’s old divisions, Bitz and Goodman. vice president. Evan retains 70% of the shares, Jack holds 20% as CEO, Biz and Goodman hold 3% respectively, and the remaining equity is allocated to employees.

Young Jack didn’t have the experience of managing the company. At the same time that the products collapsed, Jack went to work at 6 o’clock every day to learn painting and sewing, and hang around at the social dinner. Facebook early investor Peter Tell once commented on Twitter at the time: If you throw a bomb at Twitter’s office at 6 pm, the only cleaner who will be killed is the cleaner.

Once again, Evan and the board of directors dismissed Jack in October 2008. Jack turned to the chairman of the silent board and Evan personally served as CEO. Evan couldn’t stand up alone. Two years later, Jack Dorsey and the board of directors repeated history. Evan was forced to resign as CEO and COO Dick Kostoro took over.

In 4 years, Twitter changed to 3 CEOs.

(2) Product crashes occur repeatedly: While users are growing, Twitter is in a state of constant collapse. Because the early development team was more grassroots, the product rushed online within two weeks, making the product architecture messy, often the server account disappeared. As the CEO, Dorsey is busy making the team add new features. At the same time, it does not actively increase the number of technical teams. It is a difficult problem to maintain the normal operation of the products. The engineers were surprised to find that Twitter did not have a backup when they diagnosed the problem.

In 2010, Russian President Dmitry Medvedev’s first visit to the United States was to visit the Twitter headquarters. He planned to send his first Twitter after the visit. However, while the president arrived at the Twitter headquarters, the influx of users caused the website to collapse and almost became A political accident. After the acquisition of Summize by Twitter in July 2008, the technical team was upgraded, and the issue of Summize founder Greg Pass as CTO was gradually resolved.

Global stalwarts and leading policymakers are meeting in Abu Dhabi to discuss the new technologies and framework required to meet the emerging global energy demand.

During the next four days at World Future Energy Summit (WFES) – part of Abu Dhabi’s Sustainability Week – investment innovation in energy, clean technology, and sustainability are key focus areas.

The summit will host forums on water, waste management, green buildings, and mobility-related issues. The water forum from January 14-16 will focus on disrupting the “Water-Energy-Food-Nexus in order to optimize resource efficiency, sustainability and security in arid regions,” WFES organizers said.

International Desalination Association (IDA), a non-profit, is co-organizing the water forum. “The program is rich with stakeholder participation from the public and private sector, as well as UN agencies and international non-profit organizations,” said Shannon McCarthy, IDA Secretary-General.

Another forum on eco-waste tackles the growing problem of solid waste, a crucial issue in low and middle-income countries, including Abu Dhabi.

Many developing economies are still looking to implement the concept of waste management including privatization, recycling, defining zero waste, food waste prevention, waste-to-biofuel, waste to resources, disruptive technology, and cutting back on single-use plastics.

In recent years, energy-guzzling buildings contributing nearly 40 percent of global emissions are under intense debate for greenhouse gas emissions. In past years, rapid urbanization leading to the construction of a large number of buildings has exponentially contributed to energy consumption and pollution.

The expert meeting with building owners, consultants and suppliers will look into ways to enhance energy management. The region’s progress in relation to global green building trends as well as the latest technical solutions to benchmarking buildings’ performance, retrofitting, indoor air quality, and constructing net-zero emission buildings are some of the burning issues under discussion.

Green and renewable energy demand are likely to dominate the discussions. Barely a week ahead of the meeting, Abu Dhabi Future Energy Company announced plans to double its renewable energy capacity in the next five years.

The company plans to start new projects in Asia and the Americas, Mohamed Jameel al Ramahi, the company’s CEO said.

(Cover: Saudi Minister of Energy, Industrial and Mineral Resources Khalid Al-Falih, speaks during the 10th edition of the World Future Energy Summit on January 16, 2017 in the United Arab Emirates capital Abu Dhabi. /VCG Photo)

Researchers can potentially predict whether a person can expect to live longer or die sooner than average by looking at DNA results, according to a study released on Tuesday by the University of Edinburgh.

A team led by the university’s Usher Institute looked at genetic data from more than half a million people alongside records of their parents’ lifespan.

Some 12 areas of the human genome were pinpointed as having a significant impact on lifespan, including five sites that have not been reported before. The team analyzed the combined effect of genetic variations that influence lifespan to produce a scoring system.

They found that people who score in the top ten percent of the population might expect to live up to five years longer than those who score in the lowest ten percent, according to the team.

“If we take 100 people at birth, or later, and use our lifespan score to divide them into ten groups, the top group will live five years longer than the bottom on average,” said Dr Peter Joshi, an AXA Fellow at the Usher Institute.

The United States space agency said Friday that its Lunar Reconnaissance Orbiter (LRO) is expected to image the landing site of China’s lunar lander Chang’e-4 on January 31.

NASA said that in the past month it had explored with China the possibility of observing a signature of the landing plume of Chang’e-4, in a manner similar to what was done for Chang’e-3.

NASA and China National Space Administration have agreed that “any significant findings resulting from this coordination activity” will be shared with the global research community at a UN meeting for peaceful uses of outer space to be held in Vienna in mid-February, according to NASA.

The agency said data linked to this activity would be publicly available and its cooperation with China was “transparent, reciprocal and mutually beneficial.”

NASA was not able to phase LRO’s orbit to be at the optimal location during the landing of Chang’e-4 on January 3 “for a number of reasons,” but was “still interested in possibly detecting the plume well after the landing.”

NASA did not specify what those reasons were, but Dwayne Brown, a senior communications official, responded to Xinhua’s inquiry last week by saying that “NASA is currently closed due to a lapse in government funding,” and he is “in furlough status.”

Science gathered about how lunar dust is ejected upward during a spacecraft’s landing could inform future missions and how they arrive on the lunar surface, NASA said.

On the eve of the Spring Festival, Alibaba released the latest financial report for the third quarter of FY 2019 (Q18 in natural year 2018) on the evening of January 30. The revenue increased by 41% year-on-year to reach 117.278 billion yuan. The single-quarter revenue was the first among Chinese Internet companies. Realized the break of 100 billion; Tmall physical turnover increased by 29% year-on-year, exceeding the 21% online sales growth rate announced by the National Bureau of Statistics in the same period. In December 2018, Taobao’s mobile monthly active users reached 699 million, compared with 2018 The month increased by 33 million.

The profit attributable to shareholders was 33.052 billion yuan, up 37% year-on-year; operating profit for the quarter was 26.698 billion yuan, up 3% year-on-year, and the profit margin was up by 23% from the previous three quarters.

However, affected by the Sino-US trade war and the macro environment, the growth rate of revenue of 41% is the lowest value of Ali in the past three years. In 2018, the turnover of double eleven is 213.5 billion yuan, 45.3 billion more than the 168.2 billion yuan in 2017. Yuan, a year-on-year increase of 27%, but the growth rate fell by 12%.

In the quarter, Ali’s core e-commerce business revenue increased 40% year-on-year to 102.843 billion yuan, accounting for 88% of overall revenue contribution; the profit before interest and tax before the adjustment was 54.303 billion yuan, an increase of 31%.

Wu Wei, chief financial officer of Alibaba Group, said: “The profitability of the platform’s core e-commerce business, combined with the free cash flow of $7.5 billion this quarter, allows us to continue investing in other key businesses and technologies to promote the Alibaba ecosystem. Overall growth.”

Ali has made large-scale investments in four strategic areas within the quarter, including – first, hungry and word-of-mouth local life services; second, Ali Holdings’ Southeast Asian e-commerce platform Lazada; third, new retail and Tmall; , rookie – these investments generated a loss of 8.2 billion yuan, and the amount of losses decreased in this order. After including these losses, the profit before the dividend and amortization of Ali’s core e-commerce business increased by 20% in the quarter, reaching 46 billion yuan. .

Wu Wei said that the group has begun to see the effective improvement and greater synergy of these businesses in the Ali digital economy, so it will continue to invest, “In the long run, Ali will get higher financial returns from these businesses.”

In addition to the core e-commerce business, cloud computing business grew by 84% year-on-year to 6.611 billion yuan; innovation and other businesses increased by 73% year-on-year to 1.333 billion yuan; digital media and entertainment business grew by only 20% year-on-year to 6.491 billion yuan.

In early December 2018, Yang Youdong, the former president of Youku, cooperated with the police investigation due to economic problems. The president of the big Youku business group was replaced by Fan Luyuan, the new rotating president of Ali University Entertainment. Fan Luyuan issued an internal letter stabilizing the military heart, saying that Ali is a big entertainment. The determination, confidence and patience of Youku and the content industry will not change.

However, the performance of Ali Entertainment continued to be sluggish this quarter. The business revenue of this quarter was 6.491 billion yuan, which was down 20% year-on-year. The contribution to overall revenue was only 5%. The loss before interest, taxes and amortization was as high as 6.03 billion yuan. The loss rate was 93%. In the year of 2018, the total loss of Ali Entertainment was 15.56 billion yuan.

In response to the continued sluggish performance of Dawen Entertainment, in the subsequent conference call, when management was asked about the Group’s focus on KPI assessment of Dawen Entertainment, CEO Zhang Yong said that the Group focused on the growth of users of digital content services.

Cai Chongxin, executive vice chairman of Alibaba Group, further explained the status of the big entertainment business. “Because we have a wide ecosystem, we will not set up an independent KPI for the entertainment business. If the content is good, the retention rate of e-commerce users The amount of spending on e-commerce or local living services with individual users will also increase, which improves the KPIs in our other market segments. Therefore, we treat these KPIs as a whole.”

A reference data is that in August 2018, Ali launched the super-member service “88VIP”, in which Youku and Hungry promoted the growth of super-members, and the 88VIP data provided by Ali to the “Financial” reporter showed that Among every 100 88VIP users, 38 have newly opened Youku members, and 32 new members have been opened.

The signals released by the financial report are: inside, the offensive sinking market and the global market will be the main positions for Ali to continue to maintain its growth momentum; Ali’s commercial operating system will serve as an ecosystem for enabling SMEs. , more and more active in front of the stage.

[pullquote]Ali Business Operating System in the Xiaoyaozi era[/pullquote]

Ali’s commercial operating system will become the high-frequency word that Ali CEO Zhang Yong has frequently elaborated for a long time.

An Ali executive described the difference between ecology, economy and commercial operating system to the Caijing reporter. “Ecology means that Ali is a cooperative group. The economy is another description of this group. The operating system refers to Ali. The ability of merchants and partners to make their business operations smoother.”

The concept of “Ali Commercial Operating System” first appeared in the speech of Ali Investor Day Zhang Yong on September 19 last year. This is his latest summary and definition of the business value of Ali, “Diversified business scenarios in the Ali economy and The data assets formed by it are combined with the cloud computing that Ali is advancing at a high speed to form a unique Alibaba commercial operating system, which is fully empowering brands, businesses and enterprises to complete digital transformation.”

On the day of the double eleventh last year, Zhang Yong told the Caijing reporter that “ant, rookie, cloud computing, Ali mother, nails, Gaode, etc. all constitute an important infrastructure for commercial operating systems, and the evolution process in Ali. In the middle, we may have competitors in each specific field, but Ali is very unique. There is no such company in the world, not only can reach consumers directly but also can fully serve the enterprise.”

On November 26, 2018, Alibaba Cloud Group was upgraded to Alibaba Cloud Intelligent Business Group. CTO Zhang Jianfeng also served as the president of Alibaba Cloud Intelligent Business Group. After the organization upgrade, Alibaba Cloud and the intelligent capabilities of China and Taiwan will become the whole The underlying foundational capabilities of the “Alibaba Business Ecosystem”.

Zhang Yong said in his internal letter that the intelligent capabilities built by the Group in the implementation of the strategy of China and Taiwan in the past few years, including the core capabilities of machine intelligence computing platforms, algorithm capabilities, databases, basic technology architecture platforms, and scheduling platforms, will be comprehensive and Ali cloud is combined and opened to more partners to serve the whole society.

This organizational restructuring is also a further reflection of Zhang Yong’s concept of “Alibaba’s commercial operating system.” Zhang Yong believes that in the Alibaba economy, diverse business scenarios including shopping, entertainment, and local life and the resulting data assets are combined with Ali’s high-speed cloud computing to form a unique Alibaba commercial operating system. In this operating system, various business departments generate both data and data to form a large and rich organic cycle.

As of this quarter, the 2018 natural year Alibaba Cloud revenue reached 21.36 billion yuan, breaking through the 20 billion mark, an increase of about 20 times in four years. According to Ali, Alibaba Cloud became the largest cloud service company in Asia.

[pullquote]Go on and go out[/pullquote]

The financial report shows that Taobao’s annual active consumers reached 636 million, a net increase of 35 million compared with the previous quarter. This is the indicator that has maintained a growth of more than 20 million for six consecutive quarters, of which over 70% of the annual increase is active. Consumers come from sinking markets (including underdeveloped regions and rural areas), and Zhang Yong said on the investor’s day in September last year that this trend will continue. Alipay and its affiliates have more than 1 billion active users worldwide each year, demonstrating the powerful resonance effect of the Alibaba economy.

It can be seen that Ali has two new sources of active users, one is sinking the market, and the other is overseas markets, especially India and Southeast Asia.

Taobao has a lot of actions in terms of content and community. As a basic tool for business operations, Taobao Live has penetrated into the offline scenes such as fields and factories. The data shows that in the past year, Taobao live broadcast and rural Taobao have broadcast more than 150,000 agricultural products, attracting more than 400 million people to watch online.

According to Ali, in 2019, Taobao Live will launch the “Village Broadcasting” Poverty Alleviation Plan to help 1,000 farmers in 100 counties realize monthly income of 10,000 yuan, and promote the live broadcast of further online industry transformation and agricultural products. , activate a broader sinking consumer market.

It is worth noting that in December last year, Taobao’s daily specials were upgraded to daily sales, trying to get rid of the “low price” single competition point. “Daily Specials” is the shopping channel that Taobao launched on the line in 2010. The main explosions and low-priced products, goods and users are more and more combined with Tencent.

In the next three years, we will build 10,000 customized factories, upgrade from the original pure marketing platform to a new manufacturing ecosystem service platform, and improve the C2M flexible supply chain through sales forecasting and market forecasting measures to help small and medium-sized manufacturing enterprises achieve “ Digital upgrade of the three core links of production-sales-logistics.

According to Tang Song, general manager of Tiantian Special Sales, the users who sell every day are young people who are sensitive to price, mainly distributed in cities with third line and below, among which female consumers account for a relatively high proportion. He also said that in the previous pilot plant renovation, software service fees and equipment installation fees will be waived, and the factory only has to bear the basic hardware costs.

In many aspects, at the end of last year, it launched the “New Brand Plan”, aiming to create a systematic platform focusing on the growth of China’s small and medium-sized manufacturing enterprises. Through this program, it will support 1,000 factories covering various industries to help them effectively reach 3.86. Billion users, cultivating brands at the lowest cost.

A total of 1,000 factories for the “New Brand Program” have launched a series of assistance programs, including big data support, expert diagnosis, research and development recommendations, etc., and tilted traffic and recommended resources within a certain range to increase product exposure. Support its branding construction.

Daddy and co-founder Dada will be regarded as an incubator in the plan. He introduced more than 700 factories to submit applications for the “New Brand Plan” in the past two weeks, and more than 90 of them have completed live testing.

Taobao and Dieduo’s integration and digital transformation of the manufacturing side will become the focus of competition in the sinking market. Dada once said in an interview, “In the context of the overall reduction of foreign trade orders, the cost of labor and the cost of materials are getting higher and higher, The dividend period for China as a factory in the world has passed, and the transition is imperative.”

Putting its vision overseas, Ali continued to expand strongly in Southeast Asia this quarter, with a particular focus on strengthening Lazada’s role as a third-party platform, integrating Lazada’s business and technology operations into Alibaba. Zhang Yong announced at the Expo that he will import 200 billion US dollars of goods from all over the world in the next five years and will continue to invest heavily in supply chain, platform operation and cross-border logistics.

Simply sort out Ali’s major investments in India and Southeast Asia:

In Southeast Asia, Ali has control over the Southeast Asian e-commerce platform Lazada. Currently, Lazada has entered Malaysia, Singapore, Indonesia, Vietnam, Thailand and the Philippines. It has acquired the Pakistan e-commerce platform Daraz. The main business of Daraz includes Pakistan and Bangladesh. Almost all countries in South Asia, including Myanmar; the acquisition of a majority stake in the Turkish e-commerce platform Trendyol, which focuses on fashion sales; Ali’s vision fund, which is a joint venture of Softbank, led a new round of financing of Indonesian version of Taobao PT Tokopedia for $1.1 billion. US$7 billion, according to CB Insights, PT Tokopedia will be the most highly valued startup in Indonesia; Ali will invest $320 million in Thailand to build a digital center to meet the growing demand in the Thai market.

In the Indian market, Ali also invested in a number of companies in the market, including online shopping application Paytm, online grocer BigBasket, e-commerce platform Snapdeal, logistics startup XpressBees and food ordering platform Zomato.

The common feature of these two major markets is that their online sales penetration rate is very low, the demographic dividend is huge, and the growth space is huge. Zhang Yong regards it as China 10 years ago. As e-commerce grows within these countries, Ali will provide long-term support through funding and resources.

In Zhang Yong’s view, Ali’s globalization is still at a very early stage. In depicting the big picture of globalization, Zhang Yong said, “To enter a new market, we will focus on three indicators, the population base of the local market, second, the degree of mobility, the coverage of smartphone usage, and the third. In the retail industry, people in the future can be our users with only one mobile phone.”

But in these markets, Ali is not at ease.

Lazada must resist Amazon’s competition in Southeast Asia, while defending Tencent’s Shopee, Jingdong’s Tiki and local company Bukalapak; Paytm is attacking Wal-Mart in India, which invested $16 billion in Flipkart in August last year. In order to strengthen its business in India, Flipkart won the investment of Tencent in 2017, known as the “Indian version of Amazon.”

Last year’s Ali Investor Day, Zhang Yong once again shared Alibaba’s near-term goal and long-term goal – “GMV will reach 1 trillion US dollars by 2020. By 2036, Alibaba’s consumer service will increase from 640 million. To 2 billion, from the service of 10 million SMEs to 10 million profitable SMEs, the number of jobs created has increased from 36 million to 100 million.”

To achieve the two goals of the near and far, under the top-level design of the commercial operating system, “going on” and “going out” are crucial.

DT Jungang’s friend Xiao Z, who started his work, started a card-breaking trip last year. After going to several cities, I was disappointed with the carefully selected Airbnb: from booking, staying to leaving, I imagined that the landlord would be eager to chat and introduce the local customs. I never showed up and wanted to experience local life through the landlord. Nature is impossible to talk about.

After a small survey, we found that it is not just a small Z that has the same feeling.

Airbnb has a cool brand story. The landlord shares his extra living space and provides it to the tenants for a fee. Compared with the same hotel, the landlord can experience the real local life. This was promoted to a bigger vision in 2014, and Airbnb wants people around the world to feel “belong anywhere.”

The sense of belonging and human touch is the most attractive part of the story, but several young friends of DT Jun did not experience it in the accommodation – is this a common phenomenon for Airbnb tenants?

DT Jun found a website called Inside Airbnb, which regularly publishes data collected from Airbnb’s official website. We used the latest data on the website to do some simple analysis.

[pullquote]Most Airbnb listings are not shared living spaces, more likely to be second landlord businesses.[/pullquote]

The free living space shared by the landlord has the unique temperament of different types of home life, which is also the sense of belonging and human touch. On Airbnb, how many listings are shared by such landlords?

DT Jun takes the most familiar Beijing as an example. From the list of housing types available on the platform, nearly 60% of the houses in Beijing are rented. This means that, at least in this 60% of the listings, the tenants will not share the living space with the landlord.

In the remaining independent single rooms and shared single room, some of them have to live with other tenants rather than the landlord.

Further analysis of the relationship between the landlord and the property, more can explain what the real Airbnb offers.

The initial focus of the shared space should be to rent extra rooms in the home to the tenants, while the new housing is dedicated to the rental of real estate investment. Therefore, DT Jungu also counts the landlord who owns 2 sets or more of the rented property as a professional landlord, and thinks that they are making profits as an investment.

From the data, the number of such landlords on the Beijing Airbnb platform accounted for less than 40%, but they contributed more than 70% of the listings.

The proportion of “superb landlord” in the professional landlord is higher than that of the ordinary landlord, and the recovery speed is obviously faster, but the overall average score is slightly lower than that of the ordinary landlord. That is to say, although there are many good landlords in the professional landlord, the quality is not good enough, and there are a lot of delays, which has led to a lower overall score.

More specifically, the so-called professional landlord, in fact, is mostly a small landlord with 2-5 sets of rented houses, a bit like a family workshop in the hotel and hotel industry, although it is not scaled, it is indeed in commercial operation. If you rent a house in Beijing Airbnb, the chance of encountering this type of listing will exceed 30%.

However, DT Jun also noticed that there are already more than a dozen landlord operating houses in Beijing with more than 50. This seems to have reached the size of a serious hotel. The landlord behind it must not be an individual, but a more professional operating company. In the list of these landlords, DT Jun found the names of Happy Short-term Apartments, Adventure Apartments, and Kumquat Boutique Homestay.

[pullquote]Airbnb is farther away from the beginning of sharing, more and more professional meaning[/pullquote]

It should be emphasized here that Beijing is not a case. DT also looked at the data of other major cities around the world and found that most of the listings in Airbnb in Boston and Hong Kong came from professional landlords.

The data in New York seems to be very shared. Most of the listings come from landlords who only rent out one set, but as the picture above shows, TA is a bit awkward in several big cities.

In an article published in June 2018, The Media, a survey of Airbnb’s weekly listings, found that the growth of listings for short-term rentals was higher than the growth of residential or resident residences. The property that is specifically used for short-term rentals refers to the whole house that can be rented all year round.

Data from different sources show that Airbnb attracts more investors or professional companies in different cities and becomes more professional.

DT Jun agrees with the evaluation of this phenomenon in “Global Travel News”, simply quote:

The advantage of the second landlord’s listing is to provide a higher quality of service and increase Airbnb’s revenue, but it may also weaken Airbnb’s brand story and affect the relationship with many governments.

We looked at Airbnb’s recent major moves and found that this kind of deviation from the initial intentions is somewhat positive. In February 2018, Airbnb talked about the TA’s strategy for the next decade in San Francisco, and became the first choice for everyone to travel for different travel purposes. Probably to meet the needs of more people, TA has also begun to move closer to hotels that have been very different, focusing on the introduction of the hotel-style standardization system Airbnb Plus, using more than 100 refinement standards to select quality listings.

[pullquote]What is the real Airbnb story?[/pullquote]

You see, Airbnb, which is under pressure and has a lot of commercialization, is less and less cool in the brand story.

But is this a bad thing for Airbnb?

The young friends mentioned at the beginning of the article are still voicing, but they are still using Airbnb – this makes DT Jun doubtful. The landlord who represents humanity does not seem to be the most critical factor, so let everyone decide whether to choose What is Airbnb?

DT Jun found a research report on Airbnb released by Ryerson University in Toronto, Canada in August 2016. The report conducted an in-depth analysis of 1,000 Canadian respondents. The most recognized reason for choosing Airbnb is The cost is low, followed by the location. While interacting with the landlord and loving the Airbnb concept, recognition is ranked in the bottom five among 17 reasons.

Indeed, DT Jun also looked at the distribution of Beijing Airbnb listings, the basic coverage of the five rings, it is convenient to live anywhere, this is not comparable to any hotel chain. Moreover, regardless of the accommodation conditions, the same geographical location, Airbnb’s housing prices are mostly cheaper than star hotels.

Perhaps as Lie Gallagher wrote in the Airbnb Entrepreneurship Rule,

Some people also question whether it is a warm and fuzzy ‘friendship’ that attracts everyone to use Airbnb, or everyone just wants to find cheap and cool accommodation.

There are many reasons why Airbnb has become a trend. The biggest factor is the price. Other reasons are not as specific as the price, but more important. Part of the reason Airbnb succeeded was that it found that Volkswagen was no longer satisfied with the standard services offered by hotel chains.

The US-China trade war escalated again with US announced the punitive sanction on ZTE, one of the Chinese high-tech giants, which had illegally shipped telecom equipment to Iran. On April 16th, US has officially banned American companies from selling telecoms equipment to China’s ZTE, further exacerbating tensions between the top two economies and potentially devastating for the telecoms equipment manufacturers.

Beijing responded swiftly, warning it is prepared to take action to protect the interests of Chinese firms. “The action of the US is apparently aimed at China, but ultimately it is the U.S. itself that will not only lose tens of thousands of jobs but also affect hundreds of thousands of U.S. affiliated companies.” Gaofeng, spokesman of China Ministry of Commerce said.

Regarding to the sanction, ZTE Corp expressed its strong protest in the latest statement:” It’s extremely unfair to ZTE and we won’t accept it.”

While there are alternative components can replace the US-made components in ZTE’s phones, other components cannot. As a result, ZTE will no longer be able to look to Qualcomm, for its SoCs (system-on-a-chip), which serve as the heart of the smartphone. Since all ZTE phones sold in the United States are equipped with a Qualcomm chip, as do more than 50% of its phones sold in other countries, if ZTE loses Qualcomm, it loses the entire US market.

Despite ZTE’s violation to the agreement, another reason that sparked the market-shaking decision is to thwart ‘Made in China’ 2025 plan, including the key technologies of new computing, high-speed interconnection, advanced storage, 5G innovation, etc.

Aiming directly at China’s high-tech industry, the sanction on ZTE is interpreted as a move to cut off the Chinese firm’s supply chain, since China has not yet fully master the core technology of chip manufacturing.

It’s the over-reliance of China on US-made chips results in the “passive and embarrassing” situation of China, as well as ZTE’s internal management issue. For China, it’s indeed a problem, the majority of technology giants are deeply dependent on US technologies for their existence, not only ZTE, but also well-known companies like Alibaba, Baidu, Tencent, etc.

This concern gave birth to the ‘Made in China’ 2025 plan, which is a 7-year plan to create Chinese industry leaders in IT, artificial intelligence, electric vehicle, renewable energy, and robots. However, what do you do while waiting for your technology industry to catch up?

There’s a plan B, copy American technologies. Although it’s illegal and infringe on the intellectual property of U.S. companies, Chinese tech companies would duplicate the latest US core hardware components and software in 3 to 6 months after they are available in open source. Apparently, this is not the ultimate solution to reduce China’s reliance on foreign technologies.

The ZTE ban warns China the importance to master core technologies, 2025 seems too far to rely on. With the escalation of the trade war, more industries will be involved in the crisis, if US keep aiming at technologies, China would go through more tough time.